Sample Departmental Policies
for Professional Development
from Members of the SOE Committee on Academic
Staff Issues
Modified February 2001
- CIMC Vacation/Staff Development
Policy
- Cooperative Children's Book
Center
- Recreational Sports
- IMDC
- Kinesiology
- Testing and Evaluation
- Education Academic Services
- Dean's Office
- Educational Placement and
Career Services
- Educational Psychology
- Center on Education and Work
- Tandem Press
- Dance Program
- Curriculum and Instruction
- Wisconsin Center for Education
Research
****1. CIMC VACATION/STAFF
DEVELOPMENT POLICY
CONSIDERATION
FOR DESK COVERAGE:
When granting vacation
requests or staff development release time, the primary concern
is to ensure public service desk coverage. Recommended coverage
is:
a. Class
sessions (Fall & Spring semesters; Summer session and intersession)
Circulation, reference
and the computer lab service desks must be covered by trained staff
during all hours that the CIMC is open. Backup staff should be available
for circulation, reference and the computer lab. At least one permanent
full time staff member must be scheduled to work each day on Monday‑Friday.
During regular business
hours (Mon‑Fri 7:45‑11:45; 12:30‑4:30) a staff
member must be assigned responsibility for maintaining minimum office
operations (telephone calls, copier service, mail, lost & found).
In the absence of the Program Assistant 2, these duties should be
assigned to another staff member.
When the opening circulation
supervisor will be absent, a student staff member should be assigned
to begin work fifteen minutes prior to his/her scheduled shift in
order to complete basic opening procedures before the facility is
open to the public.
b Academic
breaks
Circulation, reference
and the computer lab service desk must be covered by trained staff
during all hours that the CIMC is open. In addition, at least one
permanent, full time staff member or a graduate Program Assistant
must be scheduled each day.
GUIDELINES
FOR REVIEWING VACATION REQUESTS:
When the above conditions
are met, then vacation time will be granted in the order that the
requests are made each fiscal year. Requests for vacation time
may be submitted beginning January 1 for the fiscal year beginning
July 1. The Director will use the following points in deciding between
two overlapping requests:
a. When
an individual has worked a holiday period in the recent past, his/her
request for vacation on that holiday should be given a higher consideration.
b. Seniority
(at the CIMC) of the individual making the request.
GUIDELINES
FOR REVIEWING STAFF DEVELOPMENT RELEASE TIME REQUESTS:
When the consideration
for desk coverage is met, staff development release time will be
granted to academic, classified, Program Assistant, LTE and student
staff for conferences and workshops by evaluating all requests for
that event at the same time. Program Assistants will be granted
up to four days of Staff Development release time for non‑required
activities on an annual basis. For out‑of‑state events,
evaluations of requests will begin three months prior to the first
day of the event. For in‑state events, evaluations of the
requests will be made one month prior to the first day of the event.
Staff requests for travel release time will continue to be made
after the time periods specified. The Director will make the decision
on granting the requests based on the following points:
a. The
appropriateness of the conference/workshop to the individual's position
at the CIMC. (If attendance is required by the CIMC, approval of
staff development release time is automatically granted).
b. The
relevance of the conference/workshop to the individual's position
responsibilities or field of study.
c. The
need for the person to attend to perform some official function
(chair a session, give a paper, coordinate an exhibit).
d. Whether
s/he is a member of the organization which is hosting the conference.
Following the conference/workshop,
staff members are expected to share information learned with appropriate
staff. (Authorization for release time for attendance at a specific
conference or workshop may be negotiated as a part of the employment
process for academic staff and graduate assistants.)
SUBMISSION
OF VACATION/STAFF DEVELOPMENT RELEASE TIME REQUESTS:
1. Vacation/staff
development requests should be submitted, by email, ten working
days before an anticipated absence of three or more days.
2. Vacation/staff
development requests should be submitted to the supervisor for the
position. The supervisor has responsibility for ensuring desk coverage
when vacation/staff development requests are submitted before forwarding
to the director for final approval. The Director has final approval/denial
of all requests.
3. Changes
in already submitted requests will be considered as a new request,
unless another staff member wishes to trade vacation /staff development
time, or unless the change is for a reduction in the days already
approved.
4. All approved
vacation/staff development requests will be posted on the CIMC staff
calendar in room 368.
GUIDELINES
FOR REVIEWING STAFF DEVELOPMENT REQUESTS FOR FINANCIAL SUPPORT:
(U.W. and State travel
expense regulations take precedence in the provision of financial
support.)
1. When a
staff member is required to attend a conference or workshop by the
Director, all travel costs will be reimbursed.
2. Support
for staff development may be requested for the following items:
a. Registration
costs
b. Lodging
costs
c. Travel
costs (fleet cars should be used when available and appropriate)
3. Support
for staff development will be provided by dividing the amount available
for staff development each year into 46.5 units. Units will be
allocated as follows:
P.A.'s receive an
allocation of 1/2 unit each
Classified staff receive
an allocation of 2 units each
Academic staff receive
an allocation of 4 units each
Director receives
an allocation of 10 units each
10 units are reserved
for contingency at the discretion of the director.
[Note: Each 1999‑2000
unit is $140)
EXCEPTIONS
TO VACATION/STAFF DEVELOPMENT POLICY
Exceptions to any
of the above guidelines may be granted by the Director. Reasons
for exceptions include:
1. Vacation
requests for one or two days in contrast with one or two weeks.
2. Requests
for family or personal emergencies.
3. Exemptions
in hours of operation (as granted by the Dean or other administrative
officials).
4. Financial
benefit to the University by reimbursement for staff development
costs not listed above.
prepared June 3, 1992,
revised May 24, 1994, revised January 7, 1998, revised March 15,
1999 (back to top)
****2.
Cooperative Children’s Book Center. Children's and Young
Adult Literature Library for Adults with an academic, professional
or career interest in contemporary or historical literature for
the young. (4290 Helen C. White Hall, corner of N. Park & Observatory
Drive) http://www.education.wisc.edu/ccbc/
The following practices are operative and consistently
followed.
A. PROFESSIONAL STAFF
OFF-CAMPUS
Each year the three professional librarians, who
are also children's/young adult literature specialists, are expected
to attend the two national conferences of the American Library Association.
Involvement in ALA is critical to keeping abreast of publishing
trends and being active in the wider book & publishing and intellectual
freedom communities.
Involvement in the National Council of Teachers
of English, the International Reading Association, and the United
States Board on Books for Young People is desirable. It's important
for one or more of the CCBC librarians to attend and/or present
at state conferences, too, such as the Wisconsin State Reading Association,
Wisconsin Library Association, Wisconsin Educational Media Association,
Wisconsin Council of Teachers of English and Language Arts, Wisconsin
Council for the Social Studies, etc.
Attendance at national and state conferences,
institutes, seminars, etc., other than ALA depends upon several
factors, such as their geographic locations and/or whether or not
one of the librarians is presenting or has committee responsibility.
The CCBC director authorizes participation and
attendance at conferences and meetings necessary to meet CCBC commitments
on a national or state level.
Dues: Membership dues in national and state professional
organizations are paid personally.
Finances: ALA registration and travel expenses
are reimbursed by the Friends of the CCBC, because ALA involvement
is so critical for the work of the CCBC from collection development
to being part of the professional growth of individuals.
State level registration and travel expenses:
These are paid from funds in an annual DPI contract for statewide
CCBC information services administered by the SoE Business Office.
A campus fleet car is used for travel as possible.
ON-CAMPUS
Attendance is encouraged at campus meetings, brown
bag programs, and other campus sessions of academic or professional
interest to the librarians.
Participation in School of Education and other
campus committees is encouraged. Committee involvement is approved
by the CCBC director. In each instance, this is considered professional
time, and it does not have to be "made up."
B. PART-TIME STUDENT EMPLOYEES
The professional staff models professional involvement
and encourages students to seriously consider participating professionally
before and after graduation. The professional staff points out campus
meetings and conferences of potential interest to individual students
or to all of the student staff and encourages attendance. Working
schedules are adjusted as possible, so that interested students
can take advantage of campus and other professional opportunities.
The CCBC does not pay any dues or meeting-related expenses for student
employees.
As time permits, individual professional staff members attempt
to interpret for the students some of what they learn or do at national
and other off-campus professional meetings and in their careers.
If individual student employees are interested, individual professional
staff members will interpret the difference between having a job
and developing a career. (back
to top)
****3.
Recreational Sports. The Division of Recreational Sports
Professional Development Policy is addressed on a case-by-case basis
as it relates to workshops, classes and seminars. As for conferences
this is done normally on an annual rotation basis, with no more
than half the staff attending the same conference. (back
to top)
****4.
IMDC. Our process is as follows:
A staff member fills out the Professional Development
Proposal and submits the proposal to the Director. If the proposal
is accepted, the staff member must fill out the Evaluation and Review
form after attendance at the workshop, seminar, etc. The Evaluation
and Review form is posted on the IMDC intranet for all staff members
to review. If the program was one that would be of value to other
staff members, then a mini workshop or meeting would be scheduled
to share the information in a more in-depth manner.
Budget: The IMDC Director sets aside a portion
of the S&E budget for professional development. The Director
determines how the money is spent throughout the year based on the
proposals submitted.
IMDC Professional Staff Development Proposal
APPLICANT INFORMATION
Submission Date:
Name:
Phone: Campus phone:
email:
Dates of Activity Proposed:
Location:
PROJECT OVERVIEW
Briefly describe the activity you wish to attend.
Explain how this experience will enhance your professional career
work. State how this learning opportunity will impact the staff
from the IMDC and, of applicable, the School of Education.
Paragraph/abstract of proposal (*Attach copies
of announcements, brochures or related forms that describe the experience
in detail)
BUDGET OVERVIEW
Registration: $ Release Time: to
Travel: $
Food/Lodging: $
Total: $
Staff Signature
Date:
Supervisor Signature
Date:
Department/Director Signature
Date:
IMDC Professional Staff Development Evaluation & Review
PARTICIPANT INFORMATION
Date:
Name:
Phone:
Title of Activity:
Event Date
PROJECT REVIEW
Evaluate the significance of the Learning Activity
Benefits & Impacts on IMDC, SOE & personal
professional development
What related goals need to be addressed through
further development?
Is the knowledge you gained useful to other staff?
Yes No
Would you consider conducting a workshop or demonstration?
Yes No
Staff Signature:
Date:
Department/Director Signature:
Date: _______ ____
(back to top)
****5.
Kinesiology. We follow the university policy and that decisions
are made on a case-by-case review. There have been very few requests
which may indicate that it isn't so much the policy as it is the
lack of information on what is available for professional development
and more importantly how can I use this to advance my career. (back
to top)
****6.
Testing and Evaluation. If the professional development
opportunity has no cost associated with it other than time, and
the employee can arrange his/her schedule and workloadto accommodate
it, it is approved. If the professional development opportunity
is identified asnecessary/desirable by supervisor and employee,
it is funded. In some cases this will involve a multi-year phase-in
as some workshops, especially those with multiple sessions, are
expensive.
If the employee identifies an appropriate
opportunity and the cost is $100 or less, it will be honored unless
the budget just can't absorb it (so far, in tight, tight budget
years, employees have not asked so everything has been honored).
If the employee has a paper that has been accepted for presentation,
T&E will fund the conference if at all possible. If the employee
wants to attend a conference without presenting and it is over $100,
T&E will explore other funding sources and may not be able to
honor the request.
As is always the case, the employee is responsible
for any work that is left undone while s/he is away. We do not
have true colleague coverage. (back to top)
****7. Education Academic Services.
Our office does not have a professional development policy.
If we want to attend a conference, we talk to Jeff about it and
he approves or not. (back to top)
****8.
Dean’s Office. We have no policy other than discussing
a request with the Dean or the Associate Dean to whom we report. (back to top)
****9.
Educational Placement and Career Services. EPCS has no policy
other than discussing a request with the Director, Tom Kelley. (back
to top)
****10.
Educational Psychology. No written professional development
policy. (back to top)
****11.
Center on Education and Work. There is no CEW policy.
Essentially, we follow the policies of the university, which basically
entail supporting the Academic Staff Professional Development Program.
We used to have a Personnel and Professional Development Committee
that would occasionally address concerns about staff development
and design some seminars or brown bags where staff from the Center
would offer their expertise to others who were interested in learning
something (e.g., Powerpoint, making presentations, writing proposals
for conference presentations). (back to top)
****12.
Tandem Press. Staff are strongly encouraged to take as
much professional development as time permits. The director generally
deals with it at a more formal level during the staff evaluations.
If the opportunity is expensive, staff are encouraged to go for
academic staff development awards and Tandem pays half the cost.
If not, Tandem pays for it. For example, one staff member went
on a writing course last year and another went on a management
course. Also two staff members participated at a week long etching
workshop in San Francisco last summer. (back to top)
****13.
Dance Program. The Dance Program does not have any formal
policy re: professional development. The Chair shares information
as it comes in. She assumes those items addressed to all academic
staff have already been sent to academic staff in the Program.
If someone makes a request that requires funding of more than $100
(ballpark), the request is reviewed by the Executive Committee and
either approved or denied. Faculty development grants are also
reviewed by this committee. The Program doesn't set aside a particular
dollar amount every year for professional development -- it considers
requests on a case-by-case basis. (back to top)
****14.
Curriculum and Instruction. No information received. (back to top)
****15.
Wisconsin Center for Education Research. The Wisconsin Center
for Education Research (WCER) supports professional development
for all its academic staff members who are responsible for a variety
of tasks that are integral to their specific projects and to the
overall mission of WCER. Principal investigators and other individuals
who supervise academic staff are expected to provide professional
development opportunities necessary so their academic staff members
can perform required responsibilities with a high level of competence.
To achieve this goal, supervisors may need to provide release time
and some funding.
WCER has a long history of providing academic
staff a supportive, professional environment to work. Part of this
support has been a commitment to opportunities for professional
development related to specific research or training projects.
Examples of professional development experienced by academic staff
include attending skill- building workshops on data analysis, computer programming,
and internet applications; receiving consultations from national
subject matter experts; attending seminars by leading minority researchers;
and attending and/or presenting research at regional and national
education conferences.
Communication about professional development ideally
should start at the time an academic staff member is hired and be
revisited periodically throughout their tenure on a project. Past
and possible future professional development activities should be
discussed as part of each academic staff person's annual review
of performance. This allows for advance planning and more strategic
use of limited funds and/or release time. When an academic staff
member requests release time or funds for professional development,
he/she should put the request in writing to his or her supervisor(s)
and provide a brief rationale for the activity, its estimated cost,
the dates the activity will occur, and a plan for coverage of required
tasks while the staff member is engaged in professional development.
Finally, any expenditure for professional development by a WCER
project or unit must conform to campus and state expense regulations.
This policy should be provided to each new academic
staff person upon hiring and submitted to supervisors along with
forms for conducting annual performance reviews of academic staff.